LOUISIANA COMMUNITY & TECHNICAL COLLEGE SYSTEM Policy # Title: POLICY REGARDING CHANCELLOR/DIRECTOR EVALUATION AND COMPENSATION

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1 LOUISIANA COMMUNITY & TECHNICAL COLLEGE SYSTEM Policy # Title: POLICY REGARDING CHANCELLOR/DIRECTOR EVALUATION AND COMPENSATION Authority: Board Action Original Adoption: 6/13/01 Last Prior Revision Effective: 6/09/10 Current Policy Effective: 6/08/16 Annual Chancellor Evaluation It is the policy of the Louisiana Community & Technical College System that a performance evaluation be conducted for each Chancellor/Director of the system, on an annual basis, by the System President. This evaluation will take the form of data analysis and review of the accomplishments of the LCTCS Strategic Plan, self-evaluation and goals and action plans for the upcoming year to be submitted to the System President. The System President will provide feedback on the self-evaluation and goals and mutual expectations for annual performance will be determined for the upcoming year. Proposed Timeline: July: The System President s office calls for initial outcomes and proposed goals for the upcoming year and information is submitted by each college CEO. The data is validated and submitted to colleges. August: The System President meets to discuss the previous year s performance and proposed goals for the upcoming year. September: The System President presents performance evaluation outcomes to the Board. October/November: The System President recommends any contractual changes for college CEOs to the system Board of Supervisors. Components of Chancellor/Director Evaluations: There will be two important aspects of the college CEO s evaluation: 1) The respective college outcomes related to the LCTCS strategic plan (75% of the evaluation) 2) The outcomes related to individual college specific goals as negotiated and agreed upon by the System President. (25% of the evaluation) Considerations for contractual adjustments: Annually, the President shall make a recommendation to the Board Personnel Committee on contract terms for college CEOs. 1

2 A. Insert: Our LA2020 goal sheets for the respective institution Rating: I 3 = exceeded expectations 2 = met expectations 1 = did not meet expectations 2

3 B. FULLFILLMENT OF POSITION RESPONSIBILITIES I 3 = exceeded expectations 2 = met expectations 1 = did not meet expectations GENERAL POSITION RESPONSIBILITIES INCLUDE BUT ARE NOT LIMITED TO: 1. Community Relations One or more of the following: increase in dual enrollment headcount or credits OR serve on the executive committee of at least one local/regional organization OR serve on the board of at least two local/regional organizations OR increase 2+2 or other guaranteed transfer programs with a four-year college or university OR increase in earned media 2. Legislative Relations Two or more of the following: at least 50% of state reps/senators attend annual legislative event OR planned legislative updates OR bring students to the Capitol during the regular session OR students participate in Every Day is Community College Day/Workforce Experience Day in Baton Rouge OR actively liaise with legislators to help advance LCTCS legislative priorities President's Rating

4 3. Educational Planning At least two examples of programmatic innovation or scaling innovation across the college AND use of program health index AND at least one presentation by college employees at LCTCS or other conference regarding programmatic excellence 4. Budget Control At least two of the following: positive change in the difference between expenses and revenues OR increased long term external funding (e.g. endowments) OR increase in reserve funds President's Rating Should the Self-Rating be higher than 2, please provide detail: 4

5 5. Personnel and Relations: At least two of the following: 100% of employees engage in professional development (e.g. attend a conference or in-house event, additional certification or training) OR faculty/staff morale is positive or improving as measured through appropriate/relevant campus surveys OR increase in percentage or dollars raised through internal giving. 6. Management Activities At least two examples of implementing best practices to improve aspects of the institution OR scaling a best practice throughout the Institution AND all employees complete ethics training ontime. 5

6 7. Constituency Relations Demonstrates active involvement in LCTCS committee structure AND actively participates in at least one economic development organization (e.g. Chamber of Commerce) in the college s service area 8. Professional Growth Attends at least one non-lctcs professional development activity AND presents at LCTCS or other conference 6

7 9. Strategic Planning Demonstrates documented institutional improvement as measured by college s strategic plan goals 10. Institutional Audit No significant findings or recommendations. Should the Self-Rating be higher than 2, please provide detail: 7

8 11. Fiscal Health Index All green flags for the last year on the fiscal health index. Should the Self-Rating be higher than 2, please provide detail: OVERALL RATING LA2020 RATING: POSITION RESPONSIBILITES: sum of ratings / 11 : 2020 Rating *.75 + Responsibilities Rating *.25 = 8

Planning and Assessment Manual. Institutional Research & Effectiveness

1 Planning and Assessment Manual Institutional Research & Effectiveness Revised October 2014 By Dr. Paul Fowler Director of Institutional Effectiveness 2 What is Institutional Effectiveness? Institutional